J.3_Monitoring_and_Evaluation_Plan_template.docx

REPLACE MEASURE-BIH IMAGE SHOWN ABOVE WITH YOUR OWN ACTIVITY IMAGE

NAME OF THE ACTIVITY AND ACRONYM

MONITORING, EVALUATION, AND LEARNING PLAN

PERIOD OF COVERAGE (should cover the entire Activity implementation period, e.g. October 1, 2017–September 30, 2020)

Date of submission DISCLAIMER: This document is made possible by the generous support of the American people through the United States Agency for International Development (USAID). The contents are the responsibility of authors and do not necessarily reflect the views of USAID or the United States government. NOTE: in case of multilateral funding, also acknowledge other donors, otherwise delete this sentence.

NAME OF THE ACTIVITY AND ACRONYM

MONITORING, EVALUATION, AND LEARNING PLAN

(document version)

Period of coverage

Date of submission

Prepared under the USAID’s Bosnia and Herzegovina ________________Activity, Award Number _______________

Submitted to:

USAID/Bosnia Herzegovina, ________(month, year)

Implementing Partner (IP):

CONTENTS

1. ACTIVITY AND HOW IT SUPPORTS USAID PROJECT

This document is the Monitoring, Evaluation, and Learning (MEL) Plan for the USAID/BiH _____________ Activity for the period _______ (life of Activity).

Section 1 is the description of the Activity and its contribution to the relevant USAID/BiH Project[footnoteRef:1]. Section 2 describes the Activity’s performance indicators, Section 3 discusses evaluation framework, Section 4 discusses learning approaches, and Section 5 gives proposed Activity MEL budget. [1: Current Version of USAID-BiH Project Logical Framework (LogFrame) is presented in section 1.2.1]

The Activity MEL Plan serves multiple purposes, but primarily describes how USAID and the implementing partner will know whether an activity is making progress toward stated results. For USAID, it ensures adequate information is available for activity management and that data collection is consistent with data and learning needs of the Project MEL Plan, the Mission’s Performance Management Plan (PMP), and the Mission’s annual Performance Plan and Report (PPR). For the partner, the plan describes the process for monitoring, evaluating, and learning from implementation to adapt and achieve results. Documenting and sharing the plan increases buy-in from the COR/AOR who uses the information, as well as any partners who contribute to data collection.

In order to have a well-designed and comprehensive MEL system at Activity level, the development of the Activity LogFrame (see section 1.2.2 and Appendix 2) should be closely based on the relevant Project Logical Framework (LogFrame) (see section 1.2.1 and Appendix 1). There should be clear connection between the two LogFrames.

The Activity Development Hypothesis needs to be explained clearly within the MEL Plan (see section 1.2.3 and Appendix 3).

MEL Plan developed by each Activity needs to include Performance Indicator Summary Worksheet (see section 2.2). This Worksheet should serve as the basis for the development of more detailed Indicator Performance Tracking Table (IPTT) (see Appendix 4), which should be used for reporting within each Activity Quarterly and Annual Report.

In addition to the Performance Indicators Summary Worksheet, initial MEL Plan must include an Appendix with Performance Indicator Reference Sheets (PIRS) for each Activity indicator (see Appendix 5). For Project-level indicators which your Activity reports on, contact USAID MEASURE-BiH or your COR/AOR to receive Project-level PIRS, based on which you should prepare your Activity PIRS using definition, data source, and methodology in line with the Project-level specification. For Project-level indicators which are included in your Activity LogFrame, but which your Activity does not report on (for example, secondary data indicators), you do not have to develop PIRS documentation (it is prepared by USAID MEASURE-BiH or your COR/AOR).

It should be noted that the narrative part of the MEL Plan should explain general approach for the indicated sections, while the table templates (PIRS and Performance Indicators Worksheet) should include specificities for each individual indicator.

Also note that templates/figures/explanations given in the Appendices of this document should not be included in your Activity MEL Plan, they are attached here for the purpose of resource/background/information, with the exception of Appendix 5 (PIRS). Appendix 5 should be used as template for PIRS documentation which your Activity needs to develop for each indicator and attach it to your Activity MEL Plan as an Appendix.

Please note that once the Activity MEL Plan is approved it is valid for the entire duration of Activity and targets defined over the life of Activity which are set in PIRS documentation attached to the MEL Plan should not be changed. Any change in either name/definition of indicators or the value of targets requires adjustment and the approval of the new MEL Plan (with associated explanations of reasons for changes) by USAID/BiH. Data on actuals is reported regularly in Indicator Performance Tracking Tables within Quarterly/Annual Reports (with the targets in those Tracking Tables reflecting the exact targets set within the PIRS documentation of the Activity MEL Plan) and the analyses of actuals should be given in the textual part of the Quarterly/Annual Reports.

Please delete instructions/explanations (all text in italic in this document) as you fill in your Activity MEL Plan.

1.1 ACTIVITY DESCRIPTION

Insert a short overview of Activity’s expected results and/or components/objectives as defined in the Award (i.e. Contract/Grant/Cooperative Agreement) and a brief general overview of the Activity. Note that in some cases, the terminology of expected results may not be the same as in Activity LogFrame, thus this section should describe what is in Award, while the next section should describe the result hierarchy as planned within Activity LogFrame.

1.2 ACTIVITY LOGFRAME AND HOW ACTIVITY CONTRIBUTES TO USAID PROJECT

In this section, present your Activity LogFrame in the required format provided in the sub-section 1.2.2 with necessary explanations.

The Activity LogFrame is usually developed by the USAID Mission in the Activity design phase. If the Activity LogFrame has not been developed yet in the required format, please refer to the Appendix 1, which explains how to develop the Activity LogFrame from the relevant Project LogFrame.

In sub-section 1.2.1 you will find the relevant LogFrame for the Project your Activity contributes to.

In sub-section 1.2.2, fill in your Activity LogFrame in the provided template. Note that the provided template is illustrative in terms of the number of result levels (goal, purpose, sub-purpose). While all activities must have a goal and a purpose, the sub-purpose and outcome levels are subject to the Activity’s complexity (for example, some activities may have three sub-purposes and associated outcomes, while some may not have a sub-purpose at all). Please delete the instructions/explanations as you fill in the LogFrame.

In sub-section 1.2.3, describe the logic of your Activity LogFrame and Activity’s contribution to the relevant USAID/BiH Project from section 1.2.1.

PROJECT 1.1 MORE EFFECTIVE JUDICIAL, EXECUTIVE AND LEGISLATIVE BRANCHES OF GOVERNMENT

1-B World Bank Worldwide Governance Indicators Government Effectiveness Percentile Rank 1-C Percentage of surveyed citizens satisfied with public service delivery 1-D Number of mechanisms for external oversight of public resource use supported by USG assistance Freedom House NIT Website

World Bank Worldwide Governance Indicators Website

National Survey, MEASURE-BiH

Activity reports, CSSP, ACCOUNT, SGIP

1.1-a.2 FBiH Legislative Capacity Index Score 1.1-b Judicial Effectiveness Index score 1.1-c NIT's local democratic governance score Activity reports, SGIP Activity reports, SGIP JEI Report, MEASURE-BiHFreedom House NIT Website

1.1.1-3 Number of judicial personnel trained with USG assistance National Survey, MEASURE-BiH

Activity reports, JA

Project Outcome/ Output 1.1.1.1.

1.1.1.1-2 Number of Partner Prosecutors’ Offices with score 4 or 5 on JSA Prosecutors Office Capacity Matrix (POCM) for appraisal process dimension HJPC Reports

Activity reports, JA

Project Outcome/ Output 1.1.1.2.

1.1.1.2-2 Percentage of citizens who perceive the judiciary effective in combating corruption JEI Report, MEASURE-BiH

National Survey, MEASURE-BiH

1.1.2-2 Number of legal instruments drafted, proposed, or adopted with USG assisstance designed to improve the prevention of or response to sexual and gender based violence at the national or sub-national level 1.1.2-3 Number of persons trained with USG assistance to advance outcomes consistent with gender equality or female empowerment through their roles in public or private sector institutions or organizations U.S. Department of State Trafficking in Persons Report Website Activity reports, GEA (OOAG)

Activity reports, GEA (OOAG)

1..1.3-1.b FBiH Score on Legislative Capacity Index (LCI) - Policy Development and Law Making Dimension Activity reports, SGIP

Project Outcome/ Output 1.1.3.1.

Project Outcome/ Output 1.1.3.2.

1.1.3.2-1.b FBiH Score on Legislative Capacity Index (LCI) - Budget Review, Adoption and Implementation Dimension Activity reports, SGIP

Project Outcome/ Output 1.1.3.3.

1.1.3.3-1.b Ratio of non-compliant agencies and poorly performing programs that are the subject of evidence-based public hearings at FBiH level Activity reports, SGIP

1.1.4-2 Percentage of citizens satisfied with the quality of services provided by local government

TBD

National Survey, MEASURE-BiH

Project Outcome/ Output 1.1.4.1.

Project Outcome/ Output 1.1.4.2.

Project Outcome/ Output 1.1.5.1.

1.1.5.1-2 Number of individuals who receive USG-assisted political party trainings 1.1.5.1-3 Number of consensus-building forums (multi-party, civil/security sector, and/or civil/political) held with USG Assistance 1.1.5.1-4 Number of young politicians trained by CCPI who report new knowledge of core training concepts Activity reports, CCPI

Activity reports, CCPI

1.1.6-2 Number of reports, identifying real or potential problems in the electoral process, issued by the coalition on election observation and findings Activity reports, Domestic Election Monitoring Activity Activity reports, Domestic Election Monitoring Activity

1.1.8-1.b Number of performance audit reports deliberated in parliamentary committees at FBiH level 1.1.8-2 Ratio of convictions to indictments (prosecution) for corruption-related crimes in BiH 1.1.8-3 Number of government officials receiving USG-supported anti-corruption training 1.1.8-4 Conviction rate for corruption offenses in POs that implement PPPs 1.1.8-4a Conviction rate for economic crime and corruption offenses in POs that implement PPPs Activity reports, SGIP

HJPC Reports

Activity reports, JA, SGIP

HJPC Reports

HJPC Reports, JA,

1.1.9-1.b FBiH Score on Legislative Capacity Index: Gender Dimension 1.1.9-2 Number of parliamentary actions that address gender issues - or issues of concern to women Activity reports, SGIP

Activity reports, SGIP and Political Process Support Program

Justice Activity (JA)

Strengthening Governing Institutions and Processes (SGIP)

Political Process Support Program

Domestic Election Monitoring Activity

IMPLEMENTING PARTNERS:

Millennium

SUNY

CEPPS - NDI, IRI

CEPPS - IFES

1.2.2 ACTIVITY LOGFRAME

ACTIVITY LOGFRAME TEMPLATE

Activity Goal Each Activity has one overall highest-level Goal to which Activity aims to contribute. As this is the highest-level result, Activity’s contribution to it is usually very limited, however, results and indicators at this level still need to be measured to track overall context. All of the Activity results listed below jointly contribute to this Goal.

Activity Goal usually corresponds to the USAID Project Purpose or to the USAID Project Sub-purpose.

List at least one performance indicator (and not more than 3) measuring defined Activity Goal. This is the highest-level outcome indicator to which Activity aims to contribute, in most cases to a very limited extent.

Indicator name should imply the unit of measure, but not the desired direction. Employ the relevant indicators from the Project LogFrame where appropriate.

For each indicator you list, specify where the indicator data will come from (in other words, what will be the basis to verify data after it is reported)

LEAVE EMPTY

AT THIS LEVEL

Activity Purpose This is the purpose of the Activity’s existence, the key result expected. Activity’s contribution to this result is more substantial than Activity’s contribution to Activity Goal, but in most cases, external factors and/or other interventions also contribute to the achievement of this result.

Activity Purpose must contribute to Activity Goal. Each Activity Sub-Purpose (if there is more than one Sub-Purpose) need to contribute to Activity Purpose. In most cases Activities have only one Purpose. If there is more than one Purpose, for each Purpose, at least one Sub-Purpose must be given.

In many cases Activity Purpose corresponds to the USAID Project Sub-purpose or to Project Outcome/Outputs.

List at least one performance indicator (and not more than 3) that you will use to determine the achievement of this result. Although indicator(s) at this result level need to be at lower outcome level than the indicator(s) for Activity Goal, this is still high-level result, so Activity in most cases can only partially contribute to indicator(s).

Indicator name should imply the unit of measure, but not the desired direction. Employ the relevant indicators from the Project LogFrame where appropriate.

For each indicator you list, specify where the indicator data will come from (in other words, what will be the basis to verify data after it is reported)

If the Purpose is achieved, which assumptions must hold true to achieve the Activity Goal? If the Activity team can influence or control an action, it should not be listed as an assumption.

Activity Sub-purpose 1 This is the more specific result (comparing to Activity Purpose), which Activity targets in order to contribute to Activity Purpose. Activity’s contribution to the Sub-Purpose is further more substantial than Activity’s contribution to Activity Purpose, although in most cases some external factors and/or other interventions also contribute to the achievement of this result, but to a lesser extent than their contribution to Activity Purpose.

Activity Sub-Purpose must contribute to Activity Purpose. Each Activity Outcome/Output under this Sub-Purpose need to contribute to Activity Sub-Purpose. In most cases Activities have only one Sub-Purpose per each Purpose. If there is more than one Sub-Purpose, for each Sub-Purpose, at least one Outcome/Output must be given.

In some cases, Activity Sub-Purpose may correspond to USAID/BiH Project Outcomes/Outputs.

List at least one performance indicator (and not more than 3) that you will use to determine the achievement of this result. In most cases Activity will substantially or entirely contribute to the indicator(s) at this level.

Indicator names should imply the unit of measure, but not the desired direction. Employ the relevant indicators from the Project LogFrame, if appropriate.

For each indicator you list, specify where the indicator data will come from (in other words, what will be the basis to verify data after it is reported)

If this Sub-Purpose is achieved, which assumptions must hold true to achieve the Activity Purpose? If the Activity team can influence or control an action, it should not be listed as an assumption.

Activity Outcome /Output 1.1 This is the most specific result which Activity aims to achieve in order to contribute to Activity Sub-Purpose. Activity directly and substantially contributes to this result (in most cases entirely).

Outputs are the tangible, immediate, and intended products or consequences of an activity within Activity’s control or influence, produced as a direct result of inputs. Outcomes attended to be given at this result level are results which are somewhat higher than outputs, but lower than Activity Sub-Purpose(s), Purpose(s), and Goal. In other words, these are outcomes which Activity influences directly and substantially.

Each Activity Outcome/Output must contribute to Activity Sub-Purpose. Activities can have more than one Outcome/Output.

List at least one performance indicator (and not more than 3) that you will use to determine the achievement of this result. In most cases Activity will entirely contribute to the indicator(s) at this level.

Indicator names should imply the unit of measure, but not the desired direction.

For each indicator you list, specify where the indicator data will come from (in other words, what will be the basis to verify data after it is reported)

If this Outcome/Output is achieved, which assumptions must hold true to achieve the respective sub-purpose? If the Activity team can influence or control an action, it should not be listed as an assumption.

1.2.3 DESCRIPTION OF THE ACTIVITY LOGFRAME AND ACTIVITY’S CONTRIBUTION TO THE RELEVANT USAID/BIH PROJECT LOGFRAME

In this section, lay out the Activity Development Hypothesis, which is the narrative description of your Activity LogFrame. See Appendix 3, which explains vertical and horizontal logic of the LogFrame approach – provide narrative for either vertical or horizontal logic, describing also the assumptions and how (if altered) those assumptions would affect Activity implementation, and thus, your ability to meet targets and expected results.

Finally, provide a short narrative that explains how the Activity contributes to the USAID/BiH Project results. If possible, also discuss how your Activity relates to other USAID-funded activities that contribute to the same Results in the relevant Project and how you may coordinate your tasks.

2. PERFORMANCE INDICATORS

2.1 PERFORMANCE INDICATOR SUMMARY WORKSHEET

Fill out the Performance Indicator Summary Worksheet with Annual Targets given below.

Performance Indicator Summary Worksheet (with Annual Targets) to be Included in MEL Plan

Unit of Measure

Disaggre-gation

Frequency

Activity Goal:

Number and name of indicator 1: E.g. Total amount of…

Activity Purpose:

Number and name of indicator 2:

Number and name of indicator 3:

Add rows per each indicator…

Activity Sub-Purpose:

Number and name of indicator x:

Add rows per each indicator…

Add rows per each sub-purpose…

Activity Outcome/Output:

Number and name of indicator x:

Add rows per each indicator…

*All targets need to be annual, except for the final column which shown Life of Activity Cumulative Target.

Please note that in addition to this Summary Worksheet, your Activity MEL Plan should have an Appendix with Performance Indicators Reference Sheet (PIRS) documentation (one per each indicator), which focuses in more detail on each individual performance indicator. The PIRS includes all the information shown in the table above for a single performance indicator, it also includes additional information, such as Data Quality issues, plans and the estimated costs of obtaining performance data for the indicator addressed, etc. In other words, this Worksheet is summary of all PIRS documentations which you need to have in Annex of your MEL Plan for each of your indicators. Use the PIRS template given in Appendix 5 in this document to develop PIRS for each of your Activity indicators, which you will attach to your MEL Plan. Specifying each indicator in detail within PIRS facilitates data consistency and clarity throughout the life of the Activity.

2.1

2.2 QUALITY CONTROL AND DATA VERIFICATION

Please explain here how you will ensure data quality and verifiability. Who is responsible for what in your MEL system data quality control and verification?

For example:

“XYZ technical staff will provide initial quality control for the various MEL raw data elements. After data entry is completed, the COP will conduct data quality control by examining the quantitative data to identify common errors including logical inconsistencies, out-of-range values, significant departures from trends, or other errors. Should any problem be identified, the COP will help the technical units verify data against original sources and alternate data sources, when they are available. Any quality issues will be noted and elaborated in regular reports. The same quality control system will apply to qualitative information. Most of primary data will be recorded as part of XYZ’s normal business practice. XYZ staff will review the data to ensure their accuracy. When an issue is identified, the COP will discuss the issue with relevant XYZ team member and find a way to resolve it. Information voluntarily disclosed by the counterparts will be treated bona fide. The data analysis, when included in the quarterly and annual reports, will also document specific changes in data and further verification analysis as necessary.”

3. EVALUATION

In this section, insert what your Award (i.e. Contract/Grant/Cooperative Agreement) specifies on evaluation (usually within Reporting and Evaluation section of the Award). Note that this refers to external evaluation which meets all of the high-quality evaluation criteria as prescribed by USAID Evaluation Policy.

If your Award specifies that an external evaluation will be conducted or that USAID reserves the right to conduct an evaluation, in this section you should propose Activity’s plans for collaborating with external evaluation(s) and any suggestions for innovative evaluation approaches. This section may explain how the Activity will interact with the team to support the evaluation (for example, providing monitoring data, responding to data collection efforts, or validating findings) and how evaluation findings will be applied to management decisions. In particular, approaches to designing and collecting baseline data for future external evaluations should be proposed in this section for USAID/BiH’s consideration. Note that in this section even if USAID in the Activity Award does not prescribe/reserve right to external evaluation, the Activity may propose to USAID that an external evaluation be conducted, proposing potential baseline data collection and/or possible collaboration with potential external evaluation.

Finally, Activity in this section can discuss any proposed internal evaluations (those conducted or commissioned by IP), noting that internal evaluations do not count towards USAID’s external evaluation requirements prescribed in ADS 201.3.5.13, although they should to the extent possible follow the same processes and procedures as described in ADS 201.3.5.15 through 201.3.5.18 and are subject to the same evaluation report requirements and quality criteria as external evaluations as described in ADS 201.3.5.17. If an implementing partner intends to conduct an internal evaluation using its own staff or a contractor, the Activity MEL Plan should include an evaluation plan. This plan should include information on the type of evaluation (performance or impact), purpose and expected use, possible evaluation questions, estimated budget, planned start date, and estimated completion date. The evaluation plan should be clear about the expected level of USAID involvement, such as reviewing an evaluation statement of work (SOW) or a draft report.

The evaluation plan should also include any plans for collaborating with any external evaluations planned by the Mission or Washington OU. It is USAID’s responsibility to inform implementing partners when they will be evaluated externally. This section may explain how the partner will interact with the team to support the evaluation (for example, providing monitoring data, responding to data collection efforts, or validating findings) and how evaluation findings will be applied to management decisions.

4. LEARNING

As described in ADS 201.3.5., learning is a continuous process of analyzing a wide variety of information sources and knowledge including evaluation findings, monitoring data, research, analyses conducted by USAID or others, and experiential knowledge of staff and development actors. The purpose of MEL practices is to apply evidence-based decision making to improve development outcomes and ensure accountability for the resources used to achieve. USAID relies on the best available information to rigorously and credibly make choices, plan effectively, manage adaptively, and learn systematically.

In this section describe Activity’s planned learning activities throughout life of Activity, including knowledge capture at Activity close out. This section may identify learning questions that relate to activity or project logic models, or potential gaps in the theory of change or technical knowledge base. The learning plan may also indicate how the Activity will address learning questions or knowledge gaps and identify ways to allow for adjustments as circumstances change or learning evolves.

Discuss how Activity plans to use findings from monitoring, any planned evaluations, other research and analyses, and experiential knowledge to make/propose course corrections as needed and to provide USAID/BiH with information for any potential future programming. Discuss learning approaches you will use and how you will provide knowledge as an input into the USAID/BiH and USAID Agency-wide learning approaches. The learning plan should detail the frequency with which learning and reflection occur and who will be involved, in alignment with the Activity work plan.

5. PROPOSED ROLES, RESPONSIBILITIES, AND BUDGET FOR ACTIVITY MEL

In this section, please present the overall organizational structure of the Activity. Then please briefly describe roles and responsibilities for all proposed monitoring, evaluation and learning actions within your Activity.

Then, based on this information and information provided in the remainder of MEL Plan, fill out the budget template below.

Proposed Activity MEL Budget to be Included in MEL Plan

PERFORMANCE MONITORING COMPONENT

Cost of MEL Personnel

Cost of Activity Management and Administration related to MEL

Procurement of Data Collection

Other costs (explain which)

MONITORING SUBTOTAL

EVALUATION COMPONENT

EVALUATION SUBTOTAL

LEARNING COMPONENT

Please specify what type of costs are proposed

LEARNING SUBTOTAL

GRAND TOTAL

APPENDIX 1. PROJECT LOGICAL FRAMEWORK CONNECTIONS TO ACTIVITY LOGICAL FRAMEWORK

Project Logical FrameworkProject – Activity Connections When the Activity Logical Framework is being developed, the starting point is the appropriate USAID Project Logical Framework.

Case 1 (outline arrows) Project Purpose serve as the Activity Goal when the Activity is of high-value/high-level in terms of desired results comparing to others in the Mission. In this case, one of the Project Sub-purposes will serve as the Activity Purpose, and some of the Project Outcomes/Outputs as the Activity Sub-purposes.

Case 2 (filled arrows) Project Sub-purpose is, in many cases, the Activity Goal. Then one of the Project Outputs is the Activity Purpose, and Project Inputs can serve as the Activity Sub-purposes.

These two cases illustrate the most usual cases, however, for some activities, Activity goal can correspond to Project result at lower level (i.e. Project Outcome/Output).

In addition, in some cases, the exact wording does not match between the two LogFrames, but in the MEL Plan, the connection should be clearly stated.

Level of Result

Project Goal

Project Purpose

Project Sub-purpose

Project Outcome/Output

Project Input

Activity Logical Framework Level of Result

Activity Goal

Activity Purpose

Activity Sub-purpose

Activity Outcome/Output

Activity Input

APPENDIX 2. EXAMPLE OF LEVELS OF RESULTS MEASURED

APPENDIX 3. VERTICAL AND HORIZONTAL LOGIC OF THE LOGICAL FRAMEWORK APPROACH

HOW?

THEN

THEN

Outcome/Output

IF

IF

THEN

The Logical Framework Approach establishes a vertical logic that defines the series of causal linkages intended to transform inputs into developmental changes. The hierarchical structure can be tested by asking the question “how” when moving down the causal chain, and asking “why” when moving up the causal chain. The LogFrame demands logical causality to articulate the Activity Development Hypothesis, and to evaluate its achievements. The logic should always start from the Activity Goal in order to develop lower level results. The vertical logic is “means-and-end” logic. Description of means: We are going to contribute to the Goal by achieving the Purpose, while the Purpose will be achieved by realizing the Sub-purposes, and so forth. Description of ends: We are investing the Inputs in order to realize the Outcomes/Outputs, and we are realizing Outcomes/Outputs in order to achieve Sub-purposes, etc.

The horizontal logic, on the other hand, is “if-then” logic which puts the entire LogFrame into a narrative by connecting Inputs and results to respective assumptions that need to hold so that the higher level results can be achieved. Description: If we invest the Inputs and the assumption at the input level holds true, we will then realize the Outcome/Output. If we realize all of our Outcomes/Outputs, and the assumptions at Outcome/Output level hold true, we will then achieve all our Sub-purposes. If all our Sub-purposes are achieved, we will then meet the Purpose. If our Purpose is met, and the Purpose level assumptions hold true, we will have contributed to the goal.

APPENDIX 4. ACTIVITY INDICATOR PERFORMANCE TRACKING TABLE (IPTT), TO BE ATTACHED TO QUARTERLY AND ANNUAL REPORTS AND NOT TO THE ACTIVITY MEL PLAN

1. E.g. Number of farmers and others who have applied new technologies or mana-gement practices as a result of USAID assistance

TOTAL

FEMALE

MALE

Add row per each indicator

TOTAL

GROUP 1

GROUP 2

To fill out this table, keep the following notes in mind:

1. This Table will be used for reporting actuals and will be attached to your Quarterly and Annual Reports (note that only those indicators with quarterly frequency defined within your PIRS will be attached to Quarterly Reports).

2. Precise definition of every indicator is important, especially if this IPTT is filled out by different partners (included in the Activity consortium). They need to understand and report the same data.

3. Calculation base for the reporting period and Calculation base value need to be filled out only for those indicators for which the calculation base changes with each reporting period. This refers to indicators expressed in percent/fraction (e.g. share, ratio, proportion) or percent change (e.g. annual or quarterly change), with the exception of indicators for which denominator stays the same in each reporting period, such as representative surveys, in which denominator covers entire population in each reporting period. For example, if indicator measures percent change in sales of Activity beneficiaries (companies assisted by activity) and if number of beneficiaries increases from one year to the next, calculation bases are different for each year and should be noted. Another example is an indicator that measures organizational capacity, where the number of organizations that contribute to overall score changes from one year to the next. In such cases, in addition to Overall Activity Baseline that is set in PIRS, Activities also need to report on Calculation Base Date, Value, Unit of Measure, and Description when filling out actuals in Activity Indicator Performance Tracking Table attached to the Quarterly/Annual Reports. For example, if indicator is Annual Change of Sales of Activity Beneficiaries, you will set your baseline (e.g. 0%) and annual targets in percent (e.g. 10% increase in 2016) when filling out this PIRS. When you report actuals for this indicator within the Activity Indicator Performance Tracking Table at the time of preparation of your first Annual Report, you will need to report that total sales of your beneficiaries were e.g. 10 mil KM in 2015, while the actual percent change for 2016 was e.g. 20% (meaning that actual sales in 2016 were 12 mil KM).

For all other indicators, Activity should have only one baseline (Overall Activity Baseline), describing the status of the performance indicator at the onset of implementation of USAID-supported intervention that contribute to the achievement of the relevant result.

4. It is possible that some indicators (for example, higher level indicators at Goal or Purpose level) are measured annually, while other indicators are measured on quarterly basis. Please note that

5. Fiscal year starts at October 1 and ends at September 30.

6. Note that annual values for actuals do not necessarily simply add quarterly values (e.g. if indicators measures percent change).

7. Baselines, targets and actuals should be set for total indicator values, as well as for each disaggregation category (e.g. sex). Note, however, that activities can use additional break-downs of data (e.g. by age) for their internal management use and in their data analysis, which should be explained in the PIRS section on Plan for Data Analysis, Review, and Reporting.

8. Annual/quarterly targets need to refer to the reporting period only (i.e. they should not be cumulative), while the Life of Activity Target should be cumulative.

9. Please note that all people-level indicators must be sex-disaggregated.

APPENDIX 5. PERFORMANCE INDICATOR REFERENCE SHEET (PIRS) TO BE FILLED AND ATTACHED TO THE ACTIVITY MEL PLAN FOR EACH INDICATOR Performance Indicator Reference Sheet Please delete instructions in italics as you fill in the form.

Choose an item.

Activity Purpose: Enter your Activity’s purpose (use your Activity’s LogFrame).

Name of Activity Result Measured: Enter the Activity result this indicator measures (use your Activity’s LogFrame).

Name of Indicator: Enter the full title of the indicator.

Is this a Project Indicator: Yes ☐ No ☐ If Yes, select the Project indicator to which this Activity indicator contributes. If No, leave empty.

Choose an item.

IMPORTANT: If this is a Project indicator, note that you must consult Project PIRS for this indicator when preparing this PIRS for your Activity indicator. Your main PIRS fields (Precise Definition, Calculation Model, Unit of Measure, Disaggregation, Geography, Data Collection Methods, and Data Source) need to include detailed explanation of how your Activity will track the indicator, but paying close attention that the general methods are in line with those prescribed in Project-level PIRS for this indicator. This is particularly important in the case of Project indicators on which multiple Activities report, in order for the Mission to be able to use your Activity data along with the data from other Activities.

DESCRIPTION

Precise Definition(s): Define the specific words or elements used in the indicator, especially qualitative terms, such as effective, improved, strengthened, accountable, etc. Clarify numerator and denominator for all percent based units of measure.

Calculation Model (if applicable): Describe the statistical formula you will use to calculate the indicator. A reader should be able to reconstruct the indicator from the raw data and the formula. If the indicator is merely a ‘number of…’, write n/a.

Unit of Measure: Choose an item.

Description of Unit of Measure: Describe what exactly is being measured. E.g.,

i) if chosen unit is Simple Number, description can be Score on rating scale 1-7, 7 being the best (maximum citizen satisfaction),

ii) if chosen unit is Simple Number, description can be Tons of vegetables produced,

iii) if chosen unit is Simple Number, description can be Jobs,

iv) if chosen unit is Percent/Fraction, description can be Ratio of convictions to indictments,

v) if chosen unit is Percent/Fraction, description can be Investment in % of GDP,

vi) if chosen unit is Percent Change, description can be Annual change of sales of Activity beneficiaries.

Does this Indicator Have a Changing Calculation Base with Each Reporting Period: Yes ☐ No ☐ If indicator is expressed in percent/fraction (e.g. share, ratio, proportion) or percent change (e.g. annual or quarterly change), its calculation base changes with each reporting period (the exceptions are indicators for which denominator stays the same in each reporting period, such as representative surveys, in which denominator covers entire population in each reporting period). For example, if indicator measures percent change in sales of activity beneficiaries (companies) and if number of beneficiaries increases from one year to the next, baselines are different for each year and should be noted. Another example is an indicator that measures organizational capacity, where the number of organizations that contribute to overall score changes from one year to the next. In such cases, in addition to Overall Activity Baseline that you need to set here, during the implementation of your Activity, you will also need to report on Calculation Base Date, Value, Unit of Measure, and Description when filling out your actuals in Activity Indicator Performance Tracking Table with your Quarterly/Annual Report. For example, if indicator is Annual Change of Sales of Activity Beneficiaries, you will set your baseline (e.g. 0%) and annual targets in percent (e.g. 10% increase in 2016) when filling out this PIRS. When you report actuals for this indicator within the Activity Indicator Performance Tracking Table at the time of preparation of your Quarterly/Annual Reports, you will need to report that total sales of your beneficiaries were e.g. 10 mil KM in 2015, while the actual percent change for 2016 was e.g. 20% (meaning that actual sales in 2016 were 12 mil KM).

Desired Direction: Indicate in which direction the indicator should preferably go (e.g. up, down)

Disaggregation: List planned ways of disaggregating the data (sex, age, urban/rural, etc.) and justify why useful. Note that all people-level indicators must be sex-disaggregated. Baselines and targets (as well as actuals, to be reported later within the Activity Indicator Performance Tracking Tables as an Appendix to each Quarterly/Annual Report) should be set for total indicator values, as well as for each disaggregation category (e.g. sex) specified here. Note, however, that Activities can use additional break-downs of data for their internal management and in their data analyses (which should be explained in the field on Plan for Data Analysis, Review, and Reporting), in which case actuals for these additional break-downs of data can be monitored within the narrative part of Activity Quarterly/Annual Reports, but not within the official Activity Indicator Performance Tracking Table (thus, no need for targets and baseline to be established for these additional break-downs of data).

Geography: At what geographic scale will actuals for this indicator be measured during Activity implementation (thus, no need for targets and baseline to be established for geographical distribution).Select all that apply. Choose an item.

Rationale or Justification for Indicator: Describe why this particular indicator was selected to measure the intended result and how it will be useful for managing performance.

PLAN FOR DATA ACQUISITION BY USAID

Data Collection Method: Describe the tools and methods for collecting the raw data, e.g.: ledger of patient names, document review, structured interviews, focus groups, written survey, direct observation, self-reported information, review of sign-in sheets, and so on. If the indicator is constructed, such as an index or an expert panel assessment, describe the procedure for construction. If the indicators is collected from a secondary source (e.g. Statistics Agency), please explain their methodology used, at least in simplest terms.

Data Source: Identify the source of data (e.g., Household Budget Survey; ministry data; partner records; Freedom House Nations in Transit website with a link; etc.). For indicators that require calculation based on multiple indicators from different sources, list data source for each.

Frequency of Reporting Data Within Activity Tracking Table: E.g. quarterly or annually. Baselines and targets (as well as actuals, to be reported later within the Activity Indicator Performance Tracking Table) should be set for indicators based on frequency defined here (e.g. for quarterly indicator, quarterly targets need to be set and actuals will need to be reported in Activity Indicator Performance Tracking Table with each Quarterly Report). Note, that in the case of indicators for which defined frequency is annual, Activities can still report and analyze quarterly progress within the textual part of the Quarterly Reports. Specify here any overlap/discrepancies in data collection and reporting periods – for example, some indicators are only measured on the basis of calendar year, in which cases, the value reported for one fiscal year will be the most recent available value (the value for previous calendar year).

Estimated Cost of Data Acquisition: What is the cost of direct data acquisition, not including the Activity staff time?

Data Collected by: Name and contact details of the person/organization that collects the raw data.

Individual Responsible at USAID: Identify the specific USAID staff member directly responsible for acquiring the data.

Individual Responsible at Activity: Identify the specific Activity staff member directly responsible for acquiring the data.

Location of Data Storage: Explain where the data will be stored.

DATA QUALITY ISSUES

Date of Initial/Previous Data Quality Assessment: Enter the month and year of DQA conducted by your COR/AOR/USAID for this indicator. If no external DQA was conducted, with N/A. If your Activity conducted internal DQA, please note so and note the month and year.

Date of Future Data Quality Assessments: Enter the planned date for subsequent external data quality assessments (if you know it) or the planned date for next internal DQA, if any.

Known Data Limitations and Significance (if any): Enter any major data limitations that affect the USAID data quality standards, namely validity, reliability, timeliness, precision, and integrity of data, which were identified during conducted DQAs, if any. Note whether the limitations were identified by external or internal DQA if both conducted.

Actions Taken or Planned to Address Data Limitations (if any): Explain whether the identified limitations are/will be addressed and how.

PLAN FOR DATA ANALYSIS, REVIEW, AND REPORTING

Data Analysis Method: Explain how the indicator will be analyzed to measure the progress and performance. E.g. comparison of actuals vs. targets, comparing results between disaggregation groups (e.g. male vs. female), measuring trends, developing more complex indices or matrices, geo-analysis, econometrics, etc. Be realistic, use analyses that are relevant for decision-making. Explain any break-down of data (other than official disaggregation) which you plan to use for analyses purposes (e.g. by geographic location).

Responsible for Data Analysis: Identify the specific USAID/Activity staff or organization responsible for conducting data analysis. E.g. M&E Officer and COP at the Activity-level, as well as Activity COR and relevant USAID/BiH Technical Office.

Presentation of Data Analysis: Describe the format the data analysis will be presented in (e.g. charts) and which program/software will be used.

Reporting of Data Analysis: Explain when and who will submit the data analysis, in which type of a report (e.g.